Shifting from Reactive to Proactive Communication: A Journey for Communication Practitioners

A communication leader I once worked for wrote in our annual strategy that, “We implement a reactive strategy to communication.” I then asked the question, “Is it really strategic if it’s always reactive?” This wouldn’t be the last communication leader who defaulted to reactive rather than proactive behavior.

Think of reactive and proactive communication like the behavior of a cellphone. Imagine being a cellphone that only wakes up when someone prods you—that’s reactive communication. On the other hand, setting your blue light to dim automatically at a certain time is like proactive communication— anticipating and catering to future needs.

While both approaches have their merits, achieving a balance between them is key. Yet, I’ve observed many communication practitioners defaulting to reactive strategies. These practitioners, responsible for delivering communication within their organizations, often find comfort in the reactive zone. Here’s why:

•   Avoidance of Responsibility
  Feeling insecure or unqualified in their role might lead the communication practitioner to avoid taking proactive communication initiatives. They might hesitate to create content, campaigns, or strategies that require a higher level of expertise or creativity, fearing that their shortcomings might become apparent.
  

• Preferential Task Selection
  They might intentionally gravitate towards reactive tasks because these often involve addressing immediate issues without the need for long-term planning or strategy development. This allows them to stay within their comfort zone and avoid tasks that might expose their perceived inadequacies.
  

• Short-Term Gratification
  Reactive communication tasks can provide a sense of short-term accomplishment as they involve quick responses to specific situations. This immediate gratification can temporarily alleviate feelings of insecurity and being unqualified, even though it doesn’t address the underlying issues.

To guide communication practitioners beyond their reactive inclinations, upskilling becomes critical. Empowering them with knowledge and confidence enables a smoother transition toward a proactive approach. This shift not only enriches their professional growth but also enhances the overall communication strategy of the organization.